What is the hiring process like at GIC?

So called reputable name but check out what all the 1 star reviews have to say! If so many repeat the same type of negative comments then you have to wonder…

Extremely toxic and political and it’s all about optics. Even the most junior of staff knows so you either fall in line and play politics or you’re out. No governance and no accountability and HR does not follow the right steps and just categorises you as a low performer and either your resign voluntarily to protect your reputation and future employability or be terminated. No evidence needed and they would implicitly threaten you given their extensive market connections. If you’re a mid career hire and not a local staff then the chances of you staying more than 3 years is highly questionable. They can recruit from overseas and the new hire would uproot their whole family over and be terminated in a year. No morals and their so called PRIME values is so hypocritical. Check out the 1 star reviews for yourself .

Fair compensation. Solid benefits, if you want to invest in yourself there are ways company supports you. Another good thing is that the company is in the transformational route, especially in the IT part where it was not invested much in the past. Improved interviewing process and a lot of new quality oriented hires. And on top of that, keeping up with the AI. It's good time to be part of GIC.

A lot of initiatives on all levels, with different agendas and KPIs - which results in a lot of overlapping work and lack of focus.

Biggest "pros" are probably that you'll quickly realize that the grass isn't always "greener" and you'll see how many hours a day you can work until you reach your breaking point.

Many...be careful and don't ignore the numerous red flags during the interviewing process.

Nice people, full pantry, cafe tho far, interesting ops, chatgpt and Claude

Confusing situation and bad comp looming We had two townhall b2b all addressing GD which seems targeted at ICR? Mgmt needs to deal with them so we can focus on real problems? Potential applicants shouldn’t think all tech is problematic - also the ICR reviews looks like witch-hunt so maybe ask around. Our infra needs help - we cannot move quick enough because it’s so slow and people don’t know what they are doing. We have so many incidents from poor infra. Our projects cannot move fast enough also because of infra. New leads prob getting slammed for trying to fix it but progress is slow and leadership didn’t address when we can finally hire and fix the root problems. We are getting a new data leader which is good. It’s confusing what we are doing in this space and we need help. But confusion confusion confusion! Questions raised aren’t being answered properly. Leadership think we are unhappy with changes because of a few entitled tech infra people, we actually want to have fair time to respond on the change. New DTG says he will communicate more - but he needs to give us more time to react. TG townhall pigeonhole questions should be answered to help with confusion. We need time to focus too. BMs need to do better - there’s been promotions but no better outcomes. Change Management lead needs to be fair and do better - she’s only focussed on 1 program and isn’t helping with the other process changes. Program management has broken down. So many internal project managers who are senior but nothing is managed properly so we are all left to deal with rapid fire process changes that are confusing.

I’ve had the chance to learn a lot in Private Equity. The exposure is broad, the data available is rich, and there are plenty of opportunities to deepen your investment knowledge if you’re willing to put in the work. Compensation has remained relatively stable even through tougher market conditions, which is something I appreciate. The technology teams supporting PE are generally dedicated, knowledgeable, and genuinely want to help the business succeed. HR within PE also deserves credit—they’ve been responsive, visible, and helpful, both from a business partnering and recruitment perspective. Based on what I hear from others across the organization, that’s not something everyone experiences.

There’s a growing sense of uncertainty about where the PE business is headed. Some of that is tied to performance, some of it is tied to the broader investment environment, but the lack of clarity is hard to ignore. Governance is understandably heavy given the nature of the organization, though it can sometimes slow things down more than necessary. There’s also a small but vocal group within corporate services that seems happy to point fingers at front-office teams when performance is weak, while expecting to share in the upside when things go well. Employee benefits feel behind the market, especially compared to what similar organizations offer. Day-to-day technology can also be frustrating—slow laptops and aging infrastructure make simple tasks harder than they should be. Work-life balance remains a challenge and can be difficult to maintain over time.